Iceland went from 42% of its 15 and 16 year olds having been drunk in the past month in 1998 to only 5% in 2018. This change is a great case study in offering alternative behaviors and shifting social norms on a national scale.
Achieving sustained behavior change takes a long time.
I mean, hell, we’re still running ads about buckling seat-belts and most states made it a law 35 years ago!
Beyond achieving behavior change, seeing the positive impact of said change on species, habitats and ecosystems can take even longer.
So how can we balance these longer term goals with the need to show more immediate outcomes?
Schwartz has spent much of his career emphasising the shared, universal nature of values and in one paper with Anat Bardi, he demonstrates that Benevolence, Universalism and Self-direction values are consistently rated most important to most people across different cultures. The answers he has just given map pretty neatly onto Self-direction and Benevolence (see Figure 1).
Figure 1: Value structure across 68 countries – Public Interest Research Centre (2011) based on Schwartz (1992)
The Schwartz model shows that values have neighbours and opposites, that values close together (e.g. Humble, Honest) tend to have similar importance to people, that values far away (e.g. Equality, Social Power) act more like a seesaw – as one rises in importance, the other falls. When you add to this that values connect to behaviour (that Universalism and Benevolence are associated with cooperation, sustainable behaviour, civic engagement and acceptance of diversity – that Achievement and Power are most emphatically not), and that values can be engaged, you have more than a model: you have an imperative for all the activists and campaigners scrabbling around for the messages and tactics that are going to change the world.
The framework comprises 6 key stages. Each building on the insights of the previous and each with its own objectives, tools and resources:
1. What - are the target behaviours?
2. Who - should we focus our resource on?
3. Why - do/don’t those people manifest the target behaviours?
4. How - can we empower people to change?
5. So What? To what extent were our interventions effective?
6. What Now? How do we apply our learnings at scale?
They found that the indulgent label resulted in the highest consumption. It was chosen 25% more than the basic label, 35% more than with h healthy positive label, and 41% more than the health restrictive label. Veggie consumption increased significantly as well—16% more than the basic label, 23% more than the healthy positive label, and 33% more than the healthy restrictive label.
Welcome to The Behavioural Insights Team’s Barrier Identification Tool.
What is it: This tool will help you to identify and categorise the barriers to a behaviour that you’re trying to change.
Step 1: The COM-B Model Overview - a behaviour change framework that can be used to identify barriers to behaviour.
Step 2: Review a worked example of how this tool can be used to identify barriers to a behaviour.
Step 3: Use the tool to identify barriers to a behaviour you’re trying to change.
This handbook has been compiled by Well Made Strategy (WMS) who have extensive professional experience developing
impactful strategic communications across a range of sectors from security to financial inclusion, education, agriculture, health
and governance. WMS helps individuals, organisations and networks harness the power of strategic communications to influence
policy change, prepare for and anticipate crises, inform the national discourse, build will for social reform and nudge entire
communities towards new ways of thinking and behaviours. We have developed this handbook to serve as a guide to strategic
communications for those interested in using strategic communications but who may not have an in-depth understanding of
The purpose of this workbook is to provide a workspace for you to
develop your own communications strategy by working through the
various modules of the Strategic Communications for Social Change
handbook. While the workbook is separate from the handbook, they
are closely linked to each other.
Welcome to the Behaviour Change for Conservation online course.
This open-access online course has been specifically developed to guide behavioural change practitioners, social marketers, communicators, and anyone else looking to develop or implement a behavioural change intervention for conservation gain.
The course is spilt into five modules. You can navigate directly to a specific module should you choose.
MODULE 1: Outline and overview of opportunities
MODULE 2: Designing messaging for impact: framing, priming, and timing
MODULE 3: Choosing the right messenger
MODULE 4: Identifying mechanisms for impact: behavioural theories, models, and frameworks for change
MODULE 5: Insight to inform approaches, research to guide adaptive management, impact measurement
We tested how reframing the name of the vegetarian food category shapes food choices.
Environmental, social, and neutral (vs. vegetarian) frames boosted vegetarian choice.
No consistent differences emerged among the three non-vegetarian frames.
We investigated the underlying psychological mechanisms behind the main effects.
In this paper, we describe how PSI's qualitative research program developed from 2003 to 2013, and
how using an interpretive approach and more appropriate data collection methods improved our consumer
insight and marketing planning process.
There are 6 implications I've drawn from this initial analysis:
Authentic engagement - embed authentic engagement and feedback processes all through the campaign development journey
Behaviour change levers audit - identify and review all of the behaviour change levers, not just those where communications can make a difference
Medium, message, messenger - critically analyse the relationship between these for each creative execution
Authentic inclusion - ensure diversity is embedded into your teams and planning processes and that this inclusion is authentic and supportive
The constraints of comms - recognise circumstances where communications are not the most effective behaviour change and/or confidence building lever
Remember that communications don't take place in a vacuum - reflect on how communications can have an impact on the system outside of comms touchpoints
This commentary argues that social marketing and the application of behavioural sciences to policy constitute two converging paths towards better policies. It highlights points of convergence and divergence between both disciplines and the potential benefits of further embedding social marketing principles and methods within the recent trend of applying behavioural sciences to policy.